| Building an employee training program without following | | | | college courses. They throw the employee headlong |
| the right outline is a fool's errand. | | | | into technical details, case studies, articles and reports |
| What topics should you cover in new employee | | | | and utterly fail to answer simple questions about how |
| training programs? What is and isn't necessary? How | | | | to actually do the job. |
| much theory should you have versus practical? | | | | We've found that the most common illnesses that |
| This is an area that most everyone fails horribly at. | | | | training programs have are |
| Most employee training programs look like college | | | | 1) they don't teach the job as it's actually |
| textbooks and are done only for their own sake. | | | | done--employees are promptly told to "forget |
| The key to building effective employee training isn't | | | | whatever they said in training," |
| jamming as much relevant data as you can into a | | | | 2) they're too complex, |
| binder and calling it a training program. The key to | | | | 3) they are full of irrelevant data--data that isn't entirely |
| building effective employee training is teaching only | | | | necessary to just do the job, |
| what is necessary to do the job and teaching it on the | | | | 4) they have no practical to balance an overwhelming |
| right gradient--that is to say, reducing the learning curve | | | | amount of theory, |
| by teaching the fundamental aspects first and building | | | | 5) they try to use testing to compensate for the other |
| upon those until you are teaching more advanced | | | | problems. |
| material. | | | | Employee training is not done for its own sake. |
| One of the biggest problems most employee training | | | | Employees are not in training simply so you can say |
| programs have is that they were built with the wrong | | | | you train your employees. They do not train to just |
| philosophy. | | | | pass a test. |
| Too many training programs resemble half-baked | | | | |